promoting team work deborah johnson, m.ed., bsn, rnp, rn-bc, cmbti

Promoting Team Work

Deborah Johnson, M.Ed., BSN, RNP, RN-BC, CMBTI

Objectives

Identify strategies that will create and sustain

long distance team relationships

“Teamwork is the ability to work together toward a common vision

The ability to direct individual accomplishments toward organizational

objectives.

It is the fuel that allows common people to obtain uncommon results.”

Andrew Carnegie

Teams and Dialogue

How effective are you in:

•Maintaining dialogue from a distance?

•Keeping a team focus for patient care?

•Working through disagreements or conflict?

Cultural &

Work/Life Values

Trust

Individual Preferences

Personality Types

• Why people “act that way”

• Strengths related to personality type

• Used to solve problems, perform tasks

• Communication, trust issues usually sign of misunderstanding of personalities

What do you know about

Your Team Members?

Characteristics

Successful Behavior

• Communication Trust

• Openness Fairness

• Engagement Collaboration

• Responsibility Accountability

• Problem Solving Decision making

Contributions

• What strengths do you bring?

• What strengths do you appreciate and value about your other team members?

Functional Teams

• Trust

• Conflict Resolution

• Commitment

• Accountability

• Attention to Results

Team Barriers What are Yours?

Conflict Is…

• NORMAL

• INEVITABLE

• NECESSARY

Do you make any of these five common (and costly) mistakes?

•#1: Underestimate your own authority, ability and strengths.•#2: Assume you know what the opposition wants.•#3: Overestimate your opponent’s knowledge of your weaknesses.•#4: Become intimidated by your opponent’s prestige, rank, title or educational accomplishments.•#5: Overly influenced by traditions, precedents, statistics, forecasts, or cultural icons and taboos.

http://www.pon.harvard.edu/free-reports/thank-you/?n=1&freemium_id=7694

Conflict Mode

• Do you o Know what style you typically use or lean

toward?

oRecognize the styles of others?

o Select approaches that minimize issues?

o Adapt your style to meet the needs of the situation and/or person?

Copyright © 1996 by Xicom, Incorporated. Revised binder © 2003 by CPP, Inc. Xicom, Incorporated, is a subsidiary of CPP, Inc. Permission is hereby granted to reproduce this overhead for workshop use only. Duplication for any other use, including resale, is a violation of copyright law.

Understanding the Conflict Modes

Two basic aspects of all Conflict-handling modes

Your Conflict Mode = Skill + Situation

Cooperativeness

Ass

ert

iven

ess

Copyright © 1996 by Xicom, Incorporated. Revised binder © 2003 by CPP, Inc. Xicom, Incorporated, is a subsidiary of CPP, Inc. Permission is hereby granted to reproduce this overhead for workshop use only. Duplication for any other use, including resale, is a violation of copyright law.

The Five Conflict-Handling Modes

From Thomas-Kilmann Conflict Mode Instrument by K. W. Thomas and R. H. Kilmann, 1974, 2000.

Mountain View, CA: Xicom, Incorporated, subsidiary of CPP, Inc. Copyright 1974, 2000 by

CPP, Inc. Used with permission.

High Importance

RELATIONSHIP

Low High Importance Importance

GOAL

Avoidance

AVOIDANCE Low relationship

Low content

ACCOMODATE High relationship

Low content

Accommodate

ACCOMODATE High relationship

Low content

COMPETE Low relationship

High content

Compete

Compromise

COMPETE Low relationship

High content

COLLABORATION High relationship

High content

Collaboration

Speak in the Positive

Words and

Tone of Voice

What phrases

do you use?

I will get this taken care of

That’s not my fault

Let’s see what we can do

We can’t do that

Tell me what you understand

Why did you…

(implying blame)

May I call you back?Why don’t you give me a call back in a

few minutes?

I’ll be with you in a minute

I’m busy right now

I will find someone who can help you

That’s not my job

I’ll find outI don’t know

Positive Phrase

Negative Phrase

Self Reflection

• Honestly identify barriers, fears, emotions, perceptions, assumptions

• Recognize inner conflict related to beliefs, values, morals that lead to conflict, ethical dilemmas

• Express emotions and thoughts using critical thinking and emotional intelligence skills

Trouble Spots

• Determine triggers that result in dis-ease or conflict

• Character assassination o Internal - thoughts, images

o External - nonverbal, verbal

• Strife – brew and fester – explode

Create the Culture

• Separate people from the problem

• Focus on interests, not positions

• Develop multiple options

• Use objective criteria and fair processes

• Consider best alternatives

Create the Culture

• Create safety valves o Establish ground rules, norms, code of

conduct

oDefine expectations, purpose, goals, resources

oWork processes, problem solving, decision making

• Define, discuss, share, document, support, reinforce

Great opportunities disguised as impossible situations

Engaging the Team• Does not happen naturally

• Time to know each other

• Mission understood

• Clear objectives, tasks, expectations

• Established boundaries

• Timely information

• Evaluation and follow up

Benchmarks

• Self check

• Surveys

• Onsite observations

• Team diagnostic checklist

ReferencesCPP, Inc. Thomas-Kilmann Conflict Mode Instrument.Group Conflict Mode Score: An Application of the Thomas-Kilmann Conflict Mode Instrument Copyright 1996, 2003, 2012 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this product for workshop use. Duplication for any other use, including resale, is a violation of copyright law. The TKI and CPP logos are trademarks or registered trademarks of CPP, Inc., in the United States and other countries.

Website for score sheet: https://www.cpp.com/en/tkiitems.aspx?ic=4800EF3

Lencioni, Patrick M (2002). The Five Dysfunctions of a Team, A Leadership Fable. San Francisco: Jossey-Bass.